Our team looks after all of the direct and third party commercial agreements for the advanced enabling work for the construction of the Metro Western Sydney airport line that is due to open in 2026. This covers enabling construction power, utilities, access roads to slow the railway to be built

Leading an internal project to develop contract management framework across the University. 1st phase completed and delivered a comprehensive risk diagnostic across ~600 contracts & training to 171 current contract managers. 2nd phase will be completed by Dec and deliver risk mitigation across those contracts found to be high risk, further training and roll out of enterprise wide framework to drive common approaches to the management of contract obligations

Paisley Road Consulting is my own consulting business and provides procurement consulting to primarilly SMEs. I have consulted to companies across Finance, Healthcare, Telco, & Infrastructure and provided strategic expertise in matters as diverse as assessing environmental impacts of a procurement project to Event Management.The outcome in both the procurement and technology space is often manifested in designing a solution that works for the client, but is culturally sensitive given that many a strategy has come undone at the hands of strong culture.

My major responsibilities at News were to deliver positive commercial outcomes for major projects ($5m+) across our diversified business, including Foxtel, Fox Sports, REA Group, Sky News and Harper Collins.These projects include work across the broadcast TV, digital and newspaper businesses and include commercial outcomes related to usage rights, syndication, licencing & marketing. This includes work where News seek to maximise revenue from their own content as well as reducing costs of content licencing for the copyright of others.I also work in large ad-hoc projects ($1m+) where there are EBITDA impacts both from a revenue & cost perspective, such a new internal business start ups across all categories where I will work closely with category managers, business stakeholders, legal and finance to drive the best outcome. I am regularly dealing with a project / contract portfolio of >$100m.

My initial role at News was to manage a wide ranging procurement portfolio that includes managing the Marketing, Advertising, Circulation & Editorial categories. I also manage the News relationship with Qantas that encompassed a multi layered agreement across travel, freight and distribution which has exposure at the highest levels of both organisations.The key success areas through this role were to strip out $500k of costs from the editorial spend by renegotiating deals with major providers, reducing risk by bringing un-contracted vendors in the advertising space under our T&C with agreed rate cards, identifying opportunities for saving in circulation by developing revised scope which went to market and delivered savings >$200k.

The initial contract period was 3 months and was quickly extended. I worked in a hybrid role in leading both the strategic procurement change agenda as well as managing the BAU procurement activity across Aviation Services. I was responsible for the procurement activity across the security infrastructure apparatus across the airport as well as the baggage handling systems. I also delivered additional projects for the technology used in the car parks as well as a project to deliver environmental savings by moving from diesel buses to electric buses to transfer customers to and from the car park to the terminal and between terminals.This role allowed me to place significant focus on moving my skills to a strategic consultation model to the business and adding value where the procurement risk and complexity are greatest and the most value can be added,

Managed number of global projects across recruitment, digital media, IT outsourcing, managed print services, office products and customer communication management. I was able to engage with senior stakeholders in a difficult environment and gain collective agreement on the need for business change and then create sourcing strategies to meet the needs of the business. Two projects specifically produced multi million cost savings in addition to significant business improvement which led to multi million dollar soft cost reductions.

Areka Consulting is a global business travel consulting company specialising in all elements of T&E spend, bringing a truly global approach to our clients, both geographically and in terms of the range of services offered. We have a global footprint with offices across Europe, USA and Australia with a team is made up of experienced business travel professionals who have worked with many of the Fortune 500 companies worldwide.My role was to develop a footprint for the Asia/Pacific business whilst working with the local partner to fulfil and execute against global client requirements.

Led the redesign, development and roll out of a technology project to completely re-design internal processes and a development of a revenue generating customer facing tool. When I began, there was no documentation, no BRD, no spec and it was four years overdue. I immediately split the project into two distinct parts. One to replace an internally used off the shelf legacy application that was no longer being developed and the second was to finalise the development of a new customer facing tool that could be sold directly to clients.I completely re-designed the solution to meet the needs of internal and external customers using a combination of existing products and new software design. By using external software developers in Sydney and India (the developers of the original project) this enabled me to take advantage of the 3rd party technology solutions in the marketplace and build the robotic processes to eliminate manual handling for 80% of transactions.By undertaking a development path, rather than buying an existing off the shelf (SaaS) solution, I was able to both reduce costs (approximately $750k in Y1 - primarily head count due to labour efficiencies) and increase revenue from licencing fees (Y1 approx. $250k) for licencing the customer-facing tool.Developed HR and Training strategy – Introduced a new HR and Training function into the business. The HR function was removed from Operations into a single dedicated role. This saw far greater compliance to IR and far greater visibility around HR issues within the business. Additionally I oversaw the development of an internal training strategy that was previously ad-hoc and poorly managed. Allied with a career development strategy, this internal training has been designed to fast track consultants into more senior roles who may otherwise move to other companies.

I took some time off to refresh myself and spend time with my children. I also took the opportunity to drive across the country with a friend.

Developed a comprehensive strategic plan to move CBA from a high cost, low value program to through using an old technology platform, to a lower cost, high value platform using an integrated technology solution, aligned to the needs of the businessWrote RFPs that were designed to deliver bottom line savings to the business, but also ensuring alignment to the overall business strategy. One RFP resulted in a recommendation to management of $6.8m in year one savings (on a 25m spend) across the category where the quality of the commodity being purchased was retained but savings were made through the application of a revised demand methodology.Implemented new technology platform and developed a complete project integration plan, training modules and communication plan whilst implementing in a 10 week timeframe. Adoption levels hit 90% within 3 months of commencement, which is in-line industry best practice.Designed new Service Level Agreements for all the new catering, concierge & wait staff contracts that allowed a true two way agreement to be put in place. This replaced the old agreements that were used to address insignificant infractions, leading to a lack of trust in working relationships.Negotiated new pricing for catering, concierge & wait staff contracts with incumbent suppliers where actual savings of 3.7% were negotiated. Also implemented revised T&Cs on the contract encompassing OH&S provisions that necessitated re-training of all vendor staff at no cost to the Bank.

Implemented new agreements on service contracts, migrating from a rebate structure to a transaction fee structure. Managed the negotiation process from contract awarding through to the final signing resulting in savings in excess of 30% on previous contract. Re-aligned the ADB procurement strategies from a disparate collection of agreements across the region where rates were procured on an ad-hoc basis to a formal program that gave a return on investment to ADB for zero risk. Ratio of transactions to overall spend was increased by almost 4%.Changed business processes and oversaw resultant reduction in errors from over 4% of the total commodities purchased to fewer than 2% (industry average is 2%) in the first twelve months of operation.Managed the successful implementation of a new e-procurement platform in a highly complex environment where the geographic needs required innovative solutions to ensure full buy in from the stakeholders and to maximise adoption without the need to mandate use.Developed a Commercial Aviation Safety policy for ADB based on the guidelines of the UN and EBRD. This gave ADB a clear methodology on issues of airline safety in developing countries.Initiated and completed a re-write of various procurement policies that aligned the fiscal needs of the institution with the specific needs of stakeholders whose needs were highly complex and diversified.